...The Treadway Tire Company Case Study Introduction The Treadway Tire Company in Lima, Ohio is faced with rather difficult times. These difficulties however are not due to lack of work with a down recession, or even too much demand and not enough capacity to fill it. These issues are deep within the company and effect the organization very seriously every day. Every company of course has issues but in the case of The Treadway Tire Company these are problems that have been haunting them and continuously increasing their turnover rate for consecutive years. Dissatisfaction from one key position in the company is taking a serious toll on the daily operations of the company and causing performance and output to suffer because of it .If the Treadway Tire Company does not begin to make some changes and get a grasp on these major issues then they will begin to see the effects of these problems on their bottom line. In order to make these changes Treadway must first identify what the key issues are and develop an action plan on how to fix these and prevent them from happening in the future. The two major problems that seem to be continuously occurring are 1.) The lack in overall communication throughout all levels of the organization and 2.) The delegation of power and discipline within the company. Finding solutions to these issues is the next major concern for this company and will help them get the plant back...
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...Gaining a Deeper Understanding of the Problem – Evelyn Sanders 1 In the video Ashley and John identified the issues at Treadway Tire Company as being low morale among workers, the rising cost of raw materials and line foremen turnover rate. I did identify the same issues as Ashley and John did in the Treadway case, however, I did identify to other issues not identified by Ashley and John. One organization issue is that one plant manager is not enough personnel to properly oversee a plant of 9000 hourly workers. I also see a 12 hour shift and the calling in sick by workers as an indication of burnout by workers. It was a mistake not to identify the long worker hours of employees as a possible issue. Ashley is on track with identifying the three main issues at Treadway. These are obvious and stated issues (Howard Business Review 2008). Ashley is also on the right track because she had done some research using Good to Great as a bases for ideas on confronting the issues before her. She is also confronting the brutal facts about the issues Treadway is facing no matter how difficult they are to face. The key aspects of the situation at Treadway have been included in Ashley’s conversation with John, with additional thoughts about what other data needs to be gathered to help analyze the issues she is facing. To analyze the key issues at Treadway, and come up with an action plan, Ashley should use employee exit interviews as a data collection means, face-to-face employee...
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...WICKHAM SKINNER HEATHER BECKHAM op yo The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant tC “We have a serious problem.” The words of Brandon Bellingham, the plant manager at Treadway’s Lima, Ohio, Tire Plant, rang in Ashley Wall’s ears. She had just attended a tense meeting where she had presented the projected year-end turnover figures for the plant. Out of a total of 50 foremen at the Lima facility, 23 of these positions had turned over in 2007. Ashley Wall had transferred to the Lima Plant as Director of Human Resources when Treadway’s plant in Greenville, South Carolina, had closed down in 2006. She was a seasoned human resources professional with over 10 years of experience at Treadway. Wall knew the turnover rate of foremen was higher at Lima than at other plants in the division; reversing this trend was her top priority. It was now November 28, 2007—approximately one month before Christmas. The plant would be closed from Christmas to New Year’s for retooling and annual maintenance. By the time the plant reopened in January 2008, Wall intended to complete a thorough analysis of the problem and a plan of action to correct it. The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The company was a major supplier of tires to the original equipment manufacturer1 and replacement tire markets, selling Treadway Primo, Treadway Performance, and private tire brands. The Lima Tire ...
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...re Group Project Report - Organizational Behavior Case Analysis: The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant Abstract This analysis focuses on the Treadway Tire Company’s efforts to reduce costs and increase productivity. However some of their strategies had backfired especially in their plant in Lima where it had all of the necessary resources & technology available to clout a strategy. However they were struggling with strong job dissatisfaction and high turnover among its line foremen. The director of human resources Ashley Wall must work quickly to reduce the turnover of the line foreman segment by analyzing the root cause(s) of the problem and provide the company with an effective action plan to solve the current situation. The problem requires a reconsideration of the company’s philosophy that guides workforce management and developing an efficient, healthier organizational culture that will result higher employee satisfaction at the Lima plant. Introduction Treadway Tire’s Lima Plant is faced with a serious problem of employee dissatisfaction and high turnover among its line foremen. The turnover rate ran 46% in 2007. Additionally, the plant was facing with rapid increase in the cost of raw materials and arising global competition. The plant, at Lima, Ohio, had 970 unionized hourly employees and 150 salaried employees. 50 Line foremen were floor level managers who supervised hourly employees. The plant operates...
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...different metaphors we have studied over the past seven weeks. I will also provide possible recommendations and solutions that may help get the company back on the right track to success. A Diagnostic Analysis of the Lima Tire Plant The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The Lima Tire Plant, located in Lima, Ohio, is one of eight manufacturing plants operated by the Treadway Tire Company. (Skinner and Beckham, 2008, p. 1) In 2007, The Lima Tire Plant produced approximately 25,000 passenger and light truck tires per day. The plant encompassed about 1.5 million square feet on 128 acres of land. About 1,120 people were employed at the plant – 970 were hourly employees and 150 were salaried. The hourly personnel at the plant were unionized by the United Steel Workers, which had merged with the United Rubber Workers in 1995. The union contract dictated job classifications, pay rates, the schedule for pay increases, overtime rates, benefits, health/safety standards, and grievance procedures for hourly workers in the plant. (Skinner et all, 2008, p. 2) In 2006, Treadway shut down the Greenville, South Carolina, plant, which had been plagued by outdated...
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...Corporate Compliance Plan Paper University of Phoenix LAW/531: Business Law Group: DB12MBA01 Joseph Balistocky, JD, MFCC April 17, 2012 Workshop 6 Riordan Corporate Compliance Plan Riordan Manufacturing is a $1 billion Fortune 100 organization with approximately 550 employees specializing in plastic patient design with operations in the United States and China that realized $46 million in revenue last year. Due to concerns originating out of the company’s expansion into e-Commerce and increasing international sales, the company has decided to implement a enterprise risk management (ERM) program based on internationally recognized Committee of Sponsoring Organization of the Treadway Commission (COSO) Guidelines. The COSO design was chosen for its emphasis on defining processes that enhance an organization’s management responsibilities, legal risks and rights of employees in relation by advocating a dispute management process (University of Phoenix, 2012). Management Responsibilities At Riordan Corporation, the executive level officers also act in a fiduciary capacity with responsibility for acting in the best interest of the organization while upholding a high standard of corporate behavior. The executive level senior management of the organization along with the internal auditor level officers of the company are included in the Riordan organizational chart with clear duty responsibilities outlined in detail with corporate...
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...This case study examines the Lima Tire Plant of Treadway Tires, specifically the high turnover rate and expressed job dissatisfaction of the plant’s line foremen. The Line foreman supervise 12 hour shifts and are responsible for a wide variety of the day in day out functions of the manufacturing line. They are also responsible for the work of the hourly waged, unionized workers. The line foreman are the lowest ranked management position in the company and are held directly responsible for meeting quotas over which they have no control in setting. The line foreman also lack control in being able to set and enforce work standards due to union interference, and lack of support from management. There is almost no training given to the line foreman and many of the people holding this position lack formal, college educations. Ashley Wall, Director of Human Resources, is charged with solving this problem. Ashely acknowledges that a problem exists and had developed a training plan for the line foreman that would allow them to observe in the Payroll and Human Resources department in order to become more familiar with time sheets, paychecks, union contracts and disciplinary issues; however this program was never funded due to a cost cutting mandate. There are some big problems in Lima. Among the most urgent to be solved in order to reduce turnover and increase job satisfaction are to mend the schism between workers, middle management and executive management, and to develop a system of...
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...This case study examines the Lima Tire Plant of Treadway Tires, specifically the high turnover rate and expressed job dissatisfaction of the plant’s line foremen. The Line foreman supervise 12 hour shifts and are responsible for a wide variety of the day in day out functions of the manufacturing line. They are also responsible for the work of the hourly waged, unionized workers. The line foreman are the lowest ranked management position in the company and are held directly responsible for meeting quotas over which they have no control in setting. The line foreman also lack control in being able to set and enforce work standards due to union interference, and lack of support from management. There is almost no training given to the line foreman and many of the people holding this position lack formal, college educations. Ashley Wall, Director of Human Resources, is charged with solving this problem. Ashely acknowledges that a problem exists and had developed a training plan for the line foreman that would allow them to observe in the Payroll and Human Resources department in order to become more familiar with time sheets, paychecks, union contracts and disciplinary issues; however this program was never funded due to a cost cutting mandate. There are some big problems in Lima. Among the most urgent to be solved in order to reduce turnover and increase job satisfaction are to mend the schism between workers, middle management and executive management, and to develop a system...
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...personnel, procedures, devices, and records used by an organization to develop accounting information and communicate that information to decision makers. consists of the personnel, procedures, technology, and records used by an organization (1) to develop accounting information and (2) to communicate this information to decision makers. The design and capabilities of these systems vary greatly from one organization to another. In small businesses, accounting systems may consist of little more than a cash register, a checkbook, and an annual trip to an income tax preparer. In large businesses, accounting systems include computers, highly trained personnel, and accounting reports that affect the daily operations of every department. But in every case, the basic purpose of the accounting system remains the same: to meet the organization’s needs for information as efficiently as possible. Many factors affect the structure of the accounting system within a particular organization. Among the most important are (1) the company’s needs for accounting information and (2) the resources available for operation of the system. Describing accounting as an information system focuses attention on the information accounting provides, the users of the information, and the support for financial decisions that is provided by the information. These relationships are depicted in Exhibit 1–2. While some of the terms may not be familiar to you at this early point in your study of business and accounting...
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...marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Course Description This course prepares students to evaluate the legal risks associated with business activity. Students create proposals to manage an organization’s legal exposure. Other topics include the legal system, alternative dispute resolution, enterprise liability, product liability, international law, business risks, intellectual property, legal forms of business, and governance. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies:...
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...Hilario, Kedron ACTG 6310 Dr. Harrington 4 February 2015 From Sparks to Fired: Case Study 1. The Committee of Sponsoring Organizations of the Treadway Commission (COSO) Enterprise Risk Management (ERM) – Integrated Framework (2004) is a guideline for managing risk and understanding internal controls. The eight components of the COSO ERM Framework are as followed: internal environment, objective setting, event identification, risk assessment, control activities, information and communication, and lastly, monitoring. Here we define/describe these eight components: a. The Internal Environment captures the tone of the organization and the sets the standard on how risk is viewed and addressed by the entity’s members. The entity will define such things as: risk management philosophy and risk appetite, integrity and ethical values, and the environment in which they operate. b. The Objective Setting is the objectives that exist before management identifies potential events that will affect their achievement. c. Event Identification are internal and external events affecting achievement of an entity’s objectives that are indentified, then distinguished between risks and opportunities. d. Risk Assessment is simply risks that are analyzed as a basis for determining how they should be managed. Risks are assessed on an inherent and a residual basis. e. Risk Response is avoiding, accepting, reducing, or sharing risk. Management develops a set of actions to align risks with the entity’s...
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...importance to stakeholders. Organizations that are best practice companies look to the Committee of Sponsoring Organizations for guidance to develop efficient internal controls, enterprise risk and against fraudulent activities. This paper will outline a plan to implement enterprise risk for an organization of choice. The Committee of Sponsoring Organizations of the Treadway Commission (COSO) “is dedicated to guiding executive management and governance entities toward the establishment of effective, efficient, and ethical business operations on a global basis. It sponsors and disseminates frameworks and guidance based on in-depth research, analysis, and best practices” (COSO, 2006). COSO is a private-sector program funded and sponsored by five professional organizations. The Committee conducted an 11-year research study to analyze instances of fraudulent financial reporting and determine contributing factors that lead to financial statement fraud (COSO, 2006). COSO’s research demonstrated that most fraudulent behavior involved the chief executive officer (CEO) and chief financial officer (CFO). In 83% of the cases, that COSO evaluated, either the CEO, CFO, or both implicated with fraudulent financial statements. In addition, managers, chief operating officers (COO), other significant executives, and members of the board were involved in unlawful acts as well. “The new Enterprise Risk Management (ERM) COSO framework...
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...Riordan Corporate Compliance Plan Riordan Manufacturing Riordan Manufacturing is a global plastics producer with an employee base of 550. The company has projected annual earnings at $46million and is owned by Riordan Industries. There are different segments of the company but the major customers are the automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers, bottlers, and appliance manufacturers. The company has recently undergone some strategic changes in manufacturing and marketing. Some of those recent changes are beginning to effect employee retention numbers. Situation Analysis Riordan Manufacturing has many issues and opportunities laid before them. The company must identify the proper issues in order to make the right adjustments. For the company to prosper, they must first take care of their employees. Issue Identification There are a myriad of issues that exist for Riordan Manufacturing. The company has gone through some recent structural changes because of the ever changing industry. Riordan decided to switch from an individual sales model to a team-based sales model. The issue with the above is that the individuals are used to being compensated solely based on their own performance; now there is apprehension about compensation at the team rate. Another issue is just the pay itself. Some managers are concerned that employees may take proprietary information and share it with competitors after leaving the company. Higher...
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...Welcome to Strategic Human Resource Management Course Number: MBA 786 School of Business & Technology University of Wisconsin - Parkside 6:00 - 9:15 p.m. Wednesdays, Molinaro 167 October 29 – December 17 Fall Semester 2008 “…if we are to have citizens who can live constructively in this kaleidoscopically changing world, we can only have them if we are willing for them to become self-starting, self-initiating learners.” Carl Rogers Contacting the Instructor Professor: Dr. Karen Crooker Phone/Voice Mail: 595-2348 (worst way to contact) Office: Molinaro 349 Fax: 595-2680 (label to my attention) E-mail: crooker@uwp.edu (best way to contact) Address: UWP, Department of Business, PO Box 2000, Kenosha, WI 53141-2000 Web page: http://uwp.edu/~crooker/ Office hours: 3:15 – 4:30 p.m., Mondays & Wednesday. Other times by appointment. Course Description Using human resource management systems to create and sustain competitive advantage. Emphasis on an integrative framework that requires linkage between, as well as consistency among, functional HR activities and their alignment with and reinforcement of the organization’s competitive strategy. Course Objectives The goal of this course is to help students develop their knowledge, skills, and abilities in the following areas. At the conclusion of this course, students should be able to ✓ Name competitive...
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...Corporate Compliance Plan for Riordan Manufacturing University of Phoenix Riordan Manufacturing is a profitable plastics manufacturer with annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 company with revenues over $1 billion. The following are some of the products produced by Riordan Industries: plastic bottles, fans, heart valves, medial stents, and custom plastic parts (Virtual Organization, 2009). This compliance plan will state the company's legal responsibilities and regulations necessary to continue earning a profit. The plan will address the laws affecting the plastic industry and guidelines to ensure management and employees understand and obey the laws. The focus of the compliance plan will be on managing the legal liabilities of Riordan officers and directors. Riordan Manufacturing was started and founded by Dr. Riordan, a professor of chemistry. The company focused on research and development of plastic substrates. In 1992 the company purchased a fan manufacturing plant in Pontiac, Michigan. In the year 2000, the fan operation was moved to China. The corporate headquarters that include research and development is located in San Jose, California. Plastic beverage containers are produced in Albany, Georgia and custom plastic parts are produced in Pontiac, Michigan (Virtual Organization, 2009). The compliance plan will include an Alternative Dispute Resolution (ADR) to resolve a dispute, product liability to address...
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